When HRM meets politics: Interactive effects of high performance work systems, organizational politics, and political skill on job performance

초록

Recently, scholars in strategic human resource manage-ment have attended to internal dynamics that give rise tovariability within organizations. Given that workplace pol-itics is an inherent and inevitable part of organizational life,this study investigates the interplay of organizational pol-itics (OP) and an individual's political skill (PS) in shapingthe relationship between high‐performance work systems(HPWS) and employees' performance behaviors. Utilizingmultilevel, multisource data collected in two phases from187 employees nested within 47 workgroups, we explorecross‐level three‐way interaction effects involving group‐level HPWS, OP, and individual‐level PS on task perfor-mance and organizational citizenship behaviors. The resultsreveal that the positive impact of HPWS is more pro-nounced among individuals with strong PS when OP is low.Conversely, in high OP environments, the HPWS–performance relationship becomes negative for thosewith poor PS, while individuals with strong PS continue toexhibit positive outcomes. These findings contribute to adeeper understanding of the intricate and nuanced natureof the HPWS–performance relationship.

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